Recently my city experienced 2 back-to-back extreme storms. These types of storms are being experienced throughout the US and across the globe. We aren’t unique and this seems to be the new norm. As I see the destruction and relive my own stress during that period, I wonder what it is that we can learn from this experience. One thing seems to be that well intended policies created a decade or more ago to preserve an environmental goal may no longer be relevant. Portland is known for its trees and great pride is taken in preserving Douglas Firs, oaks, maples, and walnut trees that keep our city green. I can see 2 beautiful Sequoia trees that are 100’+ tall from my house. They are amazing and have an entire eco-system high up in the branches. These trees also share a 4,200 sq. foot lot with a house and at least one other tree. Some of these homes (and trees) are over 100 years old. Further, these magnificent trees are mere feet from fences, garages and homes. As I stood looking out at my neighbor’s stand of firs, 10’ from his roof and 30 feet from my house, watching them sway heavily with each 50-mph gust of wind, and laden with ice, I was feeling concerned. I sensed a conflict between well intentioned policies and the reality of change.
As residents of the city clean up and negotiate with arborists, plumbers, insurance, and the city itself, conflict is emerging. The city’s strict guidelines for tree preservation and the lack of autonomy for individual homeowner decision-making and safety has come to a head. Climate change means that trees and plants are stressed. For survival, the roots of some of these great trees are shallow in order to get enough water during the dry summers. Then the rains come, and it loosens the soil. Add the high winds that blow through the Columbia, and you have a giant potential killer. There are multiple stories emerging from these recent storms about how a tree fell on or near a home just missing a child or family member. Fortunately, most of the damage is to a structure that can be repaired and rebuilt. However, families are displaced, and lives are disrupted. I love trees and am saddened when I drive out to the coast and through the mountains where there are visible scars from clear cutting. Whenever a see a logging truck, I “hear” the trees crying (or maybe it is just me). I love the greenness of my city; it is one of the reasons I chose to live here. I also see a city that is tearing down trees and communities to allow for development. The development approach is less tree and green oriented. The priority is maximizing the number of living units. This priority seems to increase heat as it reduces green space and includes no tree canopy. It almost seems that the city itself conflicts with its own policies. The autonomy of the “current caretaker” of a tree (my neighbor of one of the giant sequoia trees referred to herself as such, which I loved!) is also responsible for the land, home and family that lives there. Decisions about whether a tree should remain or be removed is more complex than just a policy. The citizen resident lives with or next to a tree every day, gets to know that tree. If that citizen has a concern or request to remove a tree, the city representative has the opportunity to have a conversation with that resident. They can listen with curiosity, try to understand the perspective and work together to create an agreeable solution. Perhaps there is some assistance or guidance that can be offered. At the very least, empathy for understanding both the great responsibility that trees are for the humans (watering, picking up leaves, pruning) and the risks that they also pose (expensive maintenance, neighbor complaints, safety). Trees don’t have voices and humans need to be their voice and advocate. As the caretakers of these trees, many of these beautiful giants were planted before the current caretaker was born; we inherited the responsibility. And the trees that we plant today, will come into their own beauty long after we are gone, becoming someone else’s responsibility. The trees are counting on us to work together so that we can cohabitate together in peace. We need each other to be healthy. #trees #conflictmanagement #cityofportland
0 Comments
Cole was hired in early 2021. Cole felt satisfied with the work he was asked to do and felt like he was valued as a contributing team member with his division. His organization is now expecting employees to work in the office at least 2 days per week. Cole was at first hesitant about working in the office but now that he has started to get into a routine, he is finding that he enjoys face time with other co-workers including taking lunch breaks with them. However, most of his division team members have been resisting coming into the office. He is feeling disconnected from them and feels like they are shunning him because he is following the rules about coming into the office. He has mentioned this to his direct supervisor, but she seems to be aligned with his other team members. He is not sure who to talk to and how to address what is becoming an uncomfortable situation. He feels like it is escalating because his teammates “forget” to invite him to meetings and has noticed that his supervisor is treating him differently. He is considering looking for another job. What would you advise Cole to do next?
Cole’s organization is going through a cultural change. Although Cole was hired during a period where organizations were adapting to keep business moving, another change was inevitable and that is where Cole’s organization now is. Cole’s organization has established expectations but seems to be lacking a process to address resistance. And Cole is unable to manage the conflict he is experiencing on his own. He has not been offered the tools that an integrated conflict management system provides to give direction and resolution when conflict is experienced. Integrated Conflict Management Systems (ICMS) is a systemic focus on relationship management and early resolution of conflict at the lowest (and earliest) possible level. ICMS can be considered a component of risk management and organizational development. Going back to Cole’s organization and looking at it through an ICMS lens: when leaders began to consider making a change to a hybrid work environment, how were employees engaged in making the decision? What options were offered? Were employees encouraged to collaborate as a team to design a structure to meet the expectations? When conflict arose, how was it managed? What creates and triggers conflict? Are supervisors trained in conflict management skills? How does the organizations mission and vision align with interpersonal conflict management and autonomy? When leadership recognizes that conflict is beginning to impact the bottom line (i.e., quiet quitting, sabotage, customer service, EEO complaints), the first step is to assess organizational readiness for creating an ICMS. I have yet to find an organization that wasn’t ready for an integrated conflict management process. The challenge generally begins at the top. This includes building the support and commitment necessary to truly embrace systemic change and create the process – a process that is fluid. One only need watch an episode of Succession or The Office to understand how conflict can destroy relationships, create chaos, and bring an organization to failure. However, an organizational culture that recognizes that conflict is both inevitable and an opportunity, will succeed where others fail. And employees like Cole can be retained as they will feel supported and know the options available to resolve conflicts. ADR Group NW offers a complementary initial 30 minute ICMS assessment. Schedule one today! 'Perceptions of an organization's goals, priorities and needs are sometimes varied within an organization depending on who you ask. What does your website or internal messaging say about the organizations goals, priorities and needs? How is this messaging experienced by management and employees? How do employees message their goals/priorities/needs and how is management supported in their response to goals/priorities/needs? When perceptions and realities collide or fail to align, this can trigger conflict. Much of this is considered to be a "hidden" cost. But is it really? How much does it cost an organization when there is bad press? When an employee does just the basics of their job and no more? When a manager leaves because they are unhappy? It adds up quickly and actually can be quantified (see MTI Cost of Conflict Calculator).
What can leadership do to mitigate costs and reduce conflict? One thing is to conduct an assessment of organizational readiness to create and implement an Integrated Conflict Management System (ICMS). Just like the systems that you have in place for ordering, safety, HR compliance, and benefits, an ICMS is your process for how leadership and employees will manage and address conflict. Conflict is inevitable. It is 2024 and expectations for how people will show up together to work and support the organizations' mission is far more fluid and ripe for change. Change = Conflict. Why? Because when we ask someone to do something different, whether it is how paperwork is filled out or how we introduce ourselves at a meeting, it is unfamiliar. Unfamiliarity triggers our amygdala response of fear because it is different. Building skills around emotional intelligence along with developing a system for managing conflict will support growth, sustainability and resilience as leaders lead through change. Attached is a resource for identifying goals, priorities and needs within an organization from the different perspectives. I invite you to use this resource as a tool and share with those that represent the different perspectives. I can partner with you in facilitating an important growth conversation to talk about the findings in this initial assessment and then building in collaboration a process for managing differences that is as unique as your organization and those that rely on its success. Perceptions Assessment. |
Sunny Sassaman
Sharing experiences and insights of reflection and conflict management techniques. Archives
October 2024
Categories |